External remuneration always means recognition of the merits of a person or team to the organization, in whatever form it is carried out. Recognition does several things:
1. further stimulation of the creative activity of employees;
2. Demonstration of a positive attitude of management towards high results;
3. popularization of the results among the team;
4. raising the morale of employees;
5. increase in business activity;
6. Strengthening the effectiveness of the incentive process itself.
There are several forms of recognition and evaluation of the work of employees.
Firstly, these are material compensations (remuneration, compensation) for increased labor costs. They can be expressed in various forms. If it's about wages, then its size should not depend on the length of service, but also take into account the quality of the performance of one's duties. In practice, managers compensate for the efforts expended by the employee in accordance with the length of service and time spent at work, and not at all according to the characteristics of the results achieved. Types of material compensation: tuition fees, medical care, food, etc.
Secondly, the form of recognition is cash reward for high performance (i.e. bonuses). Prizes do not have to be large at all, the main thing is unexpected and such that everyone knows about them.
Thirdly, a form of recognition is promotion. But it affects only those who make a career, and there can not be many of them due to the limited number of vacancies. In addition, not everyone can and wants to be leaders.
Fourth, recognition can be rewarded with free time. It may be provided in the form additional leave or shortened working hours. It can also be redistributed through a flexible or staggered schedule that makes the working day more convenient. It can arise due to the time saved due to the personal efforts of the employee.
Fifthly, the public recognition of the merits of the team and individual employees through wide information about them in the large-circulation press and on special stands, the presentation of certificates, the announcement of gratitude at meetings, the awarding of tourist trips and tickets is of great importance.
Sixth, personal recognition by the leadership of an organization or unit plays a big role in stimulating. It can take the form of regular or episodic congratulations on the occasion of holidays and solemn dates, praise.
According to experts, praise is one of the most effective tools feedback between leaders and subordinates. It is only important to be able to choose its appropriate content and form. She can be direct - sincere, friendly, trusting; it can also be indirect in the form of a manifestation of genuine interest in the personality of the employee, his concerns and needs. Prizes can also be attributed to praise. But they are effective only when the relationship between costs and results is clearly visible. In addition, they quickly get used to money. In order for the stimulation with their help to be effective, the amounts have to be increased all the time, but this cannot be done indefinitely.
For praise to be effective, the leader must adhere to the following rules:
1. clearly define what to praise subordinates for;
2. think over the “dosage” of praise in advance and take breaks in it;
3. praise subordinates for any good and useful deeds, even if they are not significant, but specific, have right direction;
4. praise not too often, but regularly;
Evaluation of labor - measures to determine whether the quantity and quality of labor meets the requirements of production technology.
Evaluation of labor makes it possible: to assess the potential for promotion of employees and reduce the risk of promotion of incompetent employees; reduce training costs; maintain a sense of fairness among employees and improve labor motivation.
To organize an effective system for assessing the performance of employees, it is necessary:
1) establish performance standards for each workplace and criteria for its evaluation;
2) develop a policy for conducting performance evaluations (when, how often and to whom to evaluate);
3) discuss the assessment with the employee;
4) make a decision.
The following methods for evaluating the work of employees are known. First, consider the methods of individual assessment:
1. assessment questionnaire (comparative questionnaire and questionnaire of a given choice);
2. a scale of ratings of behavioral attitudes;
3. descriptive method;
4. evaluation method by decisive situation;
5. Behavior observation scale.
An assessment questionnaire is a standardized set of questions or descriptions. The scoring method notes the presence or absence of a certain trait in the person being evaluated and puts a mark in front of its description. The overall rating based on the results of such a questionnaire is the sum of the marks.
Evaluation questionnaire (fragment).
To be completed by the employee
Communication with colleagues:
write clearly and concisely
speak clearly and concisely
I work well with colleagues
I work well with subordinates
I work well with bosses
courteous, always helping clients
present ideas convincingly
Job Skills/Experience
I always finish work meetings
I know the main aspects of work
need some control
sometimes I make mistakes
I work on schedule
Familiar with the latest developments in the field
Work planning
I set myself real tasks
accurately analyze requests and needs
efficient
develop a large number of solutions
effectively detect and solve problems
Organization of personal labor
contain documentation in in perfect order
distribute tasks appropriately
check the effectiveness of actions
I define the main goals of the work
save and use time efficiently
Control
adhere to company policy and established procedures
define acceptable quality standards
do not go beyond the established costs
Other qualities
know where to look for information
develop and develop creative ideas
I'm good at working under pressure
adapt to change
I make good decisions
Employee's signature ___
The date ___
Modification of the evaluation questionnaire - comparative questionnaire. Supervisors or HR professionals prepare a list of descriptions of right or wrong behavior in the workplace. Assessors who observed the behavior rank these descriptions on a sort of scale from "excellent" to "bad", resulting in the "key" of the questionnaire. Persons who evaluate the work of specific performers mark the most appropriate descriptions. Evaluation of labor productivity is the sum of ratings for marked descriptions.
A questionnaire of a given choice is also used, in which the main characteristics and a list of options for the behavior of the person being assessed are specified. The importance scale evaluates in points a set of characteristics of how the assessed employee performs his work.
Questionnaire of a given choice (fragment)
On a scale of decreasing importance in points (from 1 to 4), rate the following set of characteristics of how the assessed employee performs his/her work: a rating of "1" is received by the most feature employee, rating "4" - the least characteristic feature.
Rating scale of behavioral attitudes. The form describes critical situations professional activity. The rating questionnaire usually contains six to ten special characteristics of labor productivity, each of which is derived from five or six decisive situations with a description of behavior. The person conducting the appraisal notes the description that is more consistent with the qualifications of the assessed employee. The type of situation correlates with the score on the scale.
Behavioral Assessment Form Engineering Competence
(directly related to the execution of projects)
(fragment)
Last name of the worker
--9-- Possesses a wide range of knowledge, skills and abilities and can be expected to complete all tasks with excellent results
--8--
--7--- Able to apply in most situations a good range of knowledge, skills and abilities can be expected from him good execution parts of assignments
--6--
--5-- Able to apply some knowledge and skills, can be expected to adequately perform most of the tasks
--4--
--3-- Has some difficulty applying technical skills and can be expected to deliver most projects late.
-2--
--1-- Does not know how to apply technical skills, and work can be expected to be delayed due to this inability
The descriptive assessment method consists in the fact that the assessor is asked to describe the advantages and disadvantages of the employee's behavior. Often this method is combined with others, such as attitude rating scales.
Evaluation method according to the decisive situation. Evaluators prepare a list of descriptions of "correct" and "wrong" behavior of employees in certain situations and categorize them according to the nature of the work. The assessor prepares a journal of records for each assessed worker, in which he enters examples of behavior under each rubric. This journal is then used to evaluate performance. As a rule, the method is used for assessments given by the manager, and not by colleagues and subordinates.
Behavior observation scale. As well as the method of assessing the decisive situation, it is focused on fixing actions. To determine the behavior of the employee as a whole, the appraiser fixes on the scale the number of cases when the employee behaved in one way or another.
Group assessment methods make it possible to compare the performance of employees within a group, to compare employees with each other.
Classification method. The appraiser must rank all employees in turn, from best to worst, according to some one general criterion. However, this is quite difficult if the number of people in the group exceeds 20. It is much easier to single out the most successful or unsuccessful employee than to rank the average ones.
A way out can be found if an alternative classification method is used. To do this, the person conducting the assessment must first select the best and worst employees, then select the next ones, etc.
Comparison by pairs makes the classification easier and more reliable - each is compared with each in specially grouped pairs. Then the number of times when the employee turned out to be the best in his pair is noted, and based on this, an overall rating is built. Evaluation can be difficult if the number of employees is too large (the number of pairs will be too large and the questionnaire will become tedious).
Specified distribution method. The assessor is instructed to give assessments to employees within a predetermined (fixed) distribution of assessments. For example:
10% - unsatisfactory
20% - satisfactory
40% - quite satisfactory
20% - good
10% - excellent
total - 100%
The only thing that is required from the expert is to write out the name of the employee on each card and distribute all those being evaluated into groups in accordance with the given quota. Distribution can be carried out on various grounds (assessment criteria).
One of the most important personnel measures is to inform the employee about the degree of his success in work.
Depending on the purpose of the assessment, two approaches are possible:
1) if the assessment was carried out for the purposes of the employee's personal development, the results may be communicated to him personally;
2) if the assessment was carried out to determine remuneration, salary level, promotion, then the information can be transferred to the appropriate service of the enterprise, which, in the event of a personal request of the employee, can present the results to him. However, to improve the effectiveness of evaluation activities, feedback to the employee is necessary.
Employees can learn the results of their assessment during a special meeting, a conversation with the person who conducted the assessment.
The purpose of the conversation with the employee is not only to tell him the results. The conversation should contribute to increasing labor productivity, changing the behavior of employees whose labor productivity does not fit into acceptable standards.
To increase the effectiveness of the conversation based on the results of the assessment contribute to:
1) preparation for the meeting of the participants in the conversation, their orientation to the discussion of the past performance of the worker against the background of the tasks of that period;
2) a calm, trusting relationship between the appraiser and the employee, the creation of an atmosphere that would enable the employee to relax. This conversation is not a disciplinary event, it is aimed at improving the performance of the employee in the future, which will allow him to improve job satisfaction, and give a chance for promotion;
3) scheduling the interview time so that part of the time is left for discussion of the assessment and future work the employee himself;
4) mention at the beginning of the conversation about the specific positive achievements of employees, shortcomings should be discussed between two positive results. Attention should be focused on discussion of performance, not criticism personal qualities. You should not mention more than one or two shortcomings during one conversation, as it is difficult for some people to work on correcting more than two shortcomings at the same time;
5) the optimal amount of information, since too much of it can confuse the listener;
6) self-assessment of the employee.
Personnel certification - personnel measures designed to assess the compliance of the level of work, qualities and potential of the individual with the requirements of the activity performed. The main significance of certification is not performance control, but the identification of reserves for increasing the level of employee return.
Elements of attestation. Taking into account the goals of certification, we can talk about its two components: labor assessment and personnel assessment.
Labor assessment is aimed at comparing the content, quality and volume of actual labor with the planned result of labor, which is presented in technological maps, plans and work programs of the enterprise. Evaluation of labor makes it possible to assess the quantity, quality and intensity of labor.
When carrying out certification of managers, it makes sense not only to evaluate the work of each of them, but also to organize special procedures for assessing the work of the unit led by him (it is advisable to involve and use information from related units of the organization, as well as external partners and clients with whom this unit interacts).
Personnel assessment allows you to study the degree of preparedness of an employee to perform exactly the type of activity in which he is engaged, as well as to identify the level of his potential for assessing growth prospects.
An analysis of management practice shows that organizations in most cases use both types of employee performance assessment simultaneously, i.e., labor assessment and assessment of qualities that affect the achievement of results. The assessment form includes two relevant sections. From the head, along with a point assessment, detailed justifications are usually required. Certification procedures provide for an individual discussion of the results of the assessment with a subordinate who certifies this with a signature, and can also record disagreement with the conclusions of the boss and special circumstances that influenced the results of work.
In most organizations, assessment and certification are organized annually, in some - every six months. In addition, informal interviews are held, and in the interval between formal annual assessments, the results of labor and mandatory ongoing monitoring of the activities of subordinates are discussed. If the labor assessment procedures are well formalized, it is advisable to conduct assessment activities more often, for example, at the end of each week, month, quarter. Although these events are not attestation, they can provide significant information about the dynamics of the labor efficiency of employees and departments as a whole.
Careful control of the entry of the employee into the position is designed to speed up this process. Organization, acquiring costly " human resource"or trying to apply it in a new capacity, expects to get a quick return. Strict control and evaluation of strong and weaknesses the activities of the employee allow him to provide him with the necessary assistance, quickly correct shortcomings. At the same time, the correctness of the appointment decision is checked. In relation to ordinary executives, low-level managers, such a response is supposed to be received within a few months, in relation to middle and senior managers - no later than a year. An employee who fails to perform his duties short term transferred to a less responsible job or fired. Another purpose of shortening the formal evaluation period during this period is to impose high standards on the employee. labor activity. Certification is carried out in several stages: preparation, certification itself and summing up.
HR training includes:
. development of principles and methodology for certification;
. edition normative documents for the preparation and conduct of certification (order, list attestation commission), certification methodology, certification plan, manager training program, storage instructions personal information);
. preparation of a special program to prepare for the certification activities (when conducting certification for the first time according to new methodology);
. preparation of certification materials (forms, forms, etc.).
Carrying out certification:
. certified and managers independently (according to the structure developed by the personnel department) prepare reports;
. certified and not only managers, but also employees and colleagues fill out evaluation forms;
. the results are analyzed;
. meetings of the attestation commission are held.
Summing up the results of certification
. analysis of personnel information, input and organization of the use of personal information;
. preparation of recommendations on work with personnel;
. approval of certification results.
Analysis of certification results
Evaluation of labor allows you to identify employees who do not meet and meet labor standards that significantly exceed labor standards.
Personnel assessment contributes to:
. diagnostics of the level of professional development important qualities;
. comparison of individual results with standard job requirements (by levels and specifics of positions);
. identification of employees with qualities that deviate from the standards;
. prospects efficient operation and growth;
. rotation.
Data collation and processing, as a rule, are carried out after certification. To sum up the generalized results, comparative tables of the effectiveness of employees are compiled; risk groups are identified (inefficient workers or workers with a non-optimal level of development of professionally important qualities); growth groups are distinguished (employees who are oriented and capable of development and professional conduct); recommendations are being prepared on the use of certification data.
Conducting interviews based on the results of certification. In addition to feedback from the certified employee, during the conversation, data are clarified and additional personnel information is collected. Then new and updated data are entered into generalized forms and analyzed.
Organization of data storage. To personnel information could be used in making personnel and other decisions, it is necessary to properly organize the storage of information based on the results of certification. It is necessary to develop a special form of input and storage of information (by personalities, departments, hierarchy levels, areas of activity of departments). It is also necessary to be able to search for information on these parameters, and on the parameters of the quality and quantity of labor.
Questions for self-control
1. Expand the concepts of motivation, incentive, need, motivation, reward.
2. Describe the content theories of motivation.
3. Describe process theories of motivation.
4. What are the tasks of recognizing the work of workers.
5. Expand the main forms of recognition of the work of workers.
6. What is meant by the assessment of the work of employees?
7. Give methods of individual assessment of the work of workers.
8. Give methods of group assessment of the work of workers.
9. Describe the attestation process (personnel assessment).
The basis for applying incentive measures to an employee is his conscientious effective work, i.e., impeccable performance job duties, increasing labor productivity, improving product quality, continuous conscientious work, as well as other achievements in work.
In the charters and regulations on discipline, the grounds for the application of incentive measures are specified in relation to the peculiarities of working conditions in specific industries (fields of activity). So, for example, incentives are applied to employees of maritime transport for reasonable initiative and creative activity, rationalization and inventive activity, fulfillment of individual orders and other achievements in work.
The grounds for the application of incentive measures may be specified by the rules of the internal work schedule in relation to the tasks of the respective organization.
Incentive measures are divided into: by way of impact on employees - on moral and material, on registration and consolidation in legal acts - legal and non-legal, by scope - general, applicable to any employees, and special, as well as according to the authorities applying them .
Depending on the social significance of the employee's merits, incentive measures are divided into two types: incentives for success in work and incentives for special labor merits.
Types of incentives for success in work and the procedure for their application. In accordance with Art. 191 of the Labor Code of the Russian Federation, the employer encourages employees who conscientiously perform labor duties by declaring gratitude, issuing a bonus, awarding a valuable gift, a certificate of honor, and nominating them to the title of the best in the profession.
The list of incentive measures given in the first part of Art. 191 of the Code, is exemplary. Federal laws and other regulatory legal acts, charters and regulations on discipline may establish other additional incentives. So, for example, to employees customs authorities incentive measures such as awarding the Certificate of Honor of the State Customs Committee may be applied Russian Federation; awarding with badges "Honorary customs officer of Russia", "Excellent worker customs service"; early assignment of the next special rank; awarding with personalized weapons; assignment of the next special rank one step higher than the corresponding position held; early removal of the previously imposed disciplinary sanction.
The list of incentive measures established by Art. 191 of the Code, other federal laws, as well as charters and regulations on discipline, can be specified or expanded in relation to work in a separate organization in the internal labor regulations approved by the employer, taking into account the opinion of the representative body of employees of the organization, or in a collective agreement.
Before the adoption of a new Labor Code the employer could apply incentives only jointly or in agreement with the relevant elected trade union body operating in the organization. Now procedure for applying incentive measures The Code does not establish, therefore, the employer has the right to determine it at his own discretion.
In the charters and regulations on discipline, the procedure for applying incentive measures, as a rule, is regulated in detail. For example, in accordance with the Regulations on the Discipline of Railway Transport Workers of the Russian Federation, the following procedure applies in the railway transport system: a) every leader has the right to express gratitude; b) the announcement of gratitude in the order, the issuance of a bonus, the awarding of a valuable gift, a Certificate of Honor are made by a manager who has the right to hire this employee; c) the badge "Honorary Railwayman" is awarded by order of the Minister of Railways of the Russian Federation.
An employer can simultaneously apply several incentive measures to an employee (for example, an employee can be thanked and given a cash bonus, he can be awarded a Certificate of Honor with a valuable gift, etc.).
Incentives are issued by order (instruction) of the employer. The order establishes for what kind of success in work the employee is encouraged, and also indicates a specific incentive measure.
In some cases, the charters (regulations) on discipline establish additional rules for the use of incentives. For example, the Disciplinary Charter of the paramilitary mine rescue units for servicing mining enterprises in the metallurgical industry establishes that incentives must be announced before the formation or at a meeting of paramilitary personnel.
Rewards for special labor merits. For special labor services to society and the state, employees can be presented for state awards of the Russian Federation, which are the highest form of encouragement for citizens for outstanding services in protecting the Fatherland, state building, economy, science, culture, art, education, education, health protection, life and rights of citizens and other outstanding services to the state.
In accordance with paragraph "c" of Art. 71 of the Constitution of the Russian Federation, the establishment of state awards and honorary titles of the Russian Federation is referred to the competence of state authorities of the Russian Federation. The right to award state awards of the Russian Federation and confer honorary titles of the Russian Federation and the highest special titles belongs to the President of the Russian Federation (paragraph "b" of Article 89 of the Constitution of the Russian Federation). The President of the Russian Federation issues decrees on the establishment of state awards and on the awarding of state awards, and also presents these awards. On his behalf and on his behalf, state awards can be presented by: federal bodies state power; Head of the Office of the President of the Russian Federation for State Awards; heads of state authorities of the constituent entities of the Russian Federation; authorized representatives of the President of the Russian Federation, etc.
State awards of the Russian Federation in accordance with the Regulations on State Awards of the Russian Federation are: the title of Hero of the Russian Federation, orders, medals, insignia of the Russian Federation; honorary titles of the Russian Federation.
The title of Hero of the Russian Federation is awarded for services to the state and the people associated with the accomplishment of a heroic deed. For the purpose of distinguishing citizens awarded this title, a sign of special distinction has been established - the Gold Star medal.
In order to encourage citizens for high professional excellence and many years of conscientious work By the Decree of the President of the Russian Federation of December 30, 1995 "On the establishment of honorary titles of the Russian Federation, the approval of the regulations on honorary titles and the description of the badge for honorary titles of the Russian Federation", more than 50 honorary titles were introduced, among them: "People's Artist of the Russian Federation", "People's Artist of the Russian Federation", "Honored Agronomist of the Russian Federation", "Honored Architect of the Russian Federation", "Honored Test Pilot of the Russian Federation", "Honored Lawyer of the Russian Federation". Honorary titles are awarded to highly professional employees for their personal merits. To receive an honorary title, you must have worked in the relevant industry for at least 10 or 15 years.
The federal law "On Veterans" establishes the title "Veteran of Labour". In accordance with the Regulations on the procedure and conditions for conferring the title "Veteran of Labour", this title is awarded to: required for the appointment of an old-age or superannuation pension; b) persons who started their labor activity at a minor age during the Great Patriotic War and having a work experience of at least 40 years for men and 35 years for women.
Civil servants and other citizens of the Russian Federation, whose work has earned wide recognition due to their personal contribution to the implementation of the social and economic policy of the state, are subject to the award of the Certificate of Honor of the Government of the Russian Federation.
One of the types of encouragement for special labor merits is the awarding of State Prizes in the field of literature and art, science and technology; Prizes of the President of the Russian Federation and Prizes of the Government of the Russian Federation.
The Labor Code of the Russian Federation established the obligation of the employer to enter information on employee incentives and awards in the work book. New Code(Article 66) no longer requires the employer to contribute to work books all information about rewards. Information about state awards, as well as other employee awards for success in work, is entered in his work book in without fail.
Previously, the Labor Code of the Russian Federation prohibited the use of incentives during the period of the disciplinary sanction. The Labor Code of the Russian Federation does not contain such a prohibition, therefore, the employer acts in these cases at his own discretion.
Disciplinary responsibility of employees and its types
Disciplinary liability of employees is one of the types of legal liability that is imposed for misconduct.
Disciplinary liability is the obligation of the employee to endure adverse consequences, provided for by the norms of labor law, for guilty, unlawful failure to perform or improper performance of their labor duties. Employees who have committed a disciplinary offense may be subject to disciplinary liability. Consequently, the basis of disciplinary liability is always a disciplinary offense committed by a particular employee.
In accordance with Art. 192 of the Labor Code of the Russian Federation, disciplinary offense failure to perform or improper performance by the employee due to his fault of the labor duties assigned to him is recognized.
A disciplinary offense, like any other offense, has a set of features: subject, subjective side, object, objective side. The subject of a disciplinary offense can only be a citizen who is a member of the labor relations with a specific employer and violating labor discipline. The subjective side of a disciplinary offense is the fault on the part of the employee. It expresses the mental attitude of the violator of labor discipline to his illegal action. Guilt can be in the form of both direct or indirect intent, and in the form of negligence. The object of a disciplinary offense is the internal labor schedule. The objective side of a disciplinary offense is the harmful consequences and the causal relationship between them and the action (inaction) of the offender. At the same time, the action (inaction) of the employee is unlawful if it violates the employee's labor duties. Therefore, the employee's refusal to comply with the employer's order, which is contrary to the law, cannot be considered a violation of labor duties.
A disciplinary offense is characterized, firstly, by the employee’s failure to fulfill his labor duties provided for by the current labor legislation, internal labor regulations, charters and discipline regulations, technical rules, job regulations and instructions, as well as arising from an employment contract concluded by an employee with a specific organization. Such violations may include refusal or evasion without good reasons from medical examination of workers of certain professions, as well as the refusal of an employee to pass working time special training and passing exams in safety and operating rules, if this is prerequisite permission to work.
Secondly, a disciplinary offense is distinguished by an unlawful nature, i.e. such behavior of an employee that violates the law. The actions of an employee that do not go beyond the law cannot be considered illegal. For example, it is not a disciplinary offense for a woman who has a child under the age of 3 to refuse overtime, since she can be involved in such work only with her consent (Article 99 of the Labor Code of the Russian Federation). Besides, arbitrage practice considers it lawful for the employee to disobey the orders of the head of the organization that violate the requirements of the law.
Thirdly, a disciplinary offense is always a guilty action (intentional or careless). Failure to perform labor duties through no fault of the employee (for example, due to an unequipped workplace, failure to ensure the protection of the employer's property) cannot be considered a disciplinary offense.
The current labor law provides two kinds disciplinary responsibility of employees: general and special.
The first kind - general disciplinary responsibility, which is provided for by the Labor Code and internal labor regulations. It applies to all employees, except for those for whom special disciplinary liability is provided.
For violation of labor discipline, the employer has the right to apply the following disciplinary action: 1) remark; 2) reprimand; 3) dismissal on appropriate grounds (Article 192 of the Labor Code of the Russian Federation). It should be noted that earlier the Labor Code of the Russian Federation also provided for such a penalty as a severe reprimand.
When imposing a disciplinary sanction, the severity of the misconduct committed, the circumstances under which it was committed, the previous work and the behavior of the employee must be taken into account. What specific measure of disciplinary action to apply to the employee is the right of the employer himself. At the same time, the list of disciplinary measures that can be applied to the violator of labor discipline is exhaustive. It is not allowed to apply disciplinary sanctions that are not provided for by federal laws, charters and regulations on discipline.
The second kind - special disciplinary responsibility established for a narrow circle of employees: judges, prosecutors, investigators, civil servants, employees of a number of industries that fall under the statutes and regulations on discipline. In accordance with Art. 192 of the Labor Code of the Russian Federation, federal laws, charters and regulations on discipline for certain categories of employees may also provide for other disciplinary sanctions (other than those indicated above).
Special disciplinary responsibility differs from the general one in the following ways: 1) the circle of persons falling under its action; 2) disciplinary measures; 3) the circle of persons and bodies entitled to apply penalties; 4) according to the procedure for applying and appealing penalties.
One of the types of special disciplinary liability is liability under the charters and regulations on discipline. It applies mainly to employees of the relevant sector of the national economy, who perform the main, core work in it, as well as to employees of the central office. Charters (regulations) not only define the circle of these persons, but also indicate officials empowered to impose disciplinary action.
Employees bearing disciplinary responsibility under the charters (regulations) on discipline, along with general penalties, may also be subject to penalties provided for in the relevant charter (regulation). For example, the Charter on the Discipline of Maritime Transport Workers, approved by the Decree of the Government of the Russian Federation of May 23, 2000, introduced such disciplinary action, as a warning about incomplete official compliance, which is used in cases of: a) systematic failure to fulfill official duties and orders of the head; b) repeated commission of disciplinary offenses; c) violations of laws and other regulatory legal acts on the issues of ensuring the safety of navigation, the safety of property at sea, the prevention of situations that threaten life and health of people, the protection and preservation of the marine environment.
The Charter on the Discipline of Fishing Fleet Workers of the Russian Federation, approved by the Decree of the Government of the Russian Federation of September 21, 2000, provides for the withdrawal of diplomas from captains and officers of the fishing fleet for a period of up to 3 years with the consent of the employee to another job for the same the term, taking into account the profession (specialty), for violation of labor discipline, which created a threat to the safety of navigation, life and health of people at sea, pollution environment, as well as for gross violation fishing rules.
On the basis of special provisions, disciplinary responsibility is also executives elected, approved or appointed to office higher authorities state power and administration of the Russian Federation and the republics within the Russian Federation. Federal Law of the Russian Federation "On the Basics public service Russian Federation" of July 31, 1995 established special disciplinary responsibility for public servants. Features of this responsibility are additional disciplinary measures. A measure such as a warning about incomplete official compliance has been introduced (paragraph 4 of article 14). Dismissal may take place for the disclosure of information constituting a state or other secret protected by law (clause 4, part 2, article 25).Such a measure as the temporary suspension (but not more than 1 month) of those who committed a disciplinary offense from the performance of official duties is also applied to civil servants duties with the preservation of the monetary content until the issue of his disciplinary liability is resolved, etc.
On the basis of special provisions, judges, prosecutors, their deputies, assistants, and investigators also bear disciplinary responsibility. The federal law "On the Prosecutor's Office of the Russian Federation" dated January 17, 1992 provides for such measures of special responsibility as demotion in class rank; warning of incomplete service compliance; deprivation of the badge "Honorary Worker of the Prosecutor's Office of the Russian Federation"; deprivation of the badge "For impeccable service in the prosecutor's office of the Russian Federation" (clause 1, article 41.7).
The procedure for the application and removal of disciplinary sanctions is determined by Art. 193, 194 of the Labor Code of the Russian Federation.
Before applying a disciplinary sanction, the employer must request from the employee an explanation of writing. If the employee refuses to give the specified explanation, an appropriate act is drawn up.
The employee's refusal to give an explanation is not an obstacle to the application of a disciplinary sanction.
A disciplinary sanction is applied no later than one month from the day the misconduct was discovered, not counting the time the employee was ill, on vacation, and the time required to take into account the opinion of the representative body of employees (in the case when this is provided for by the Code). A disciplinary sanction may not be applied later than six months from the date of the misconduct, and based on the results of an audit, financial check economic activity or audit- later than two years from the date of its commission. The above time limits do not include the time of criminal proceedings.
For each disciplinary offense, only one disciplinary sanction may be applied.
The order (instruction) of the employer on the application of a disciplinary sanction is announced to the employee against receipt within three working days from the date of its issuance. If the employee refuses to sign the specified order (instruction), an appropriate act is drawn up.
A disciplinary sanction may be appealed by the employee to the state labor inspectorate or bodies for the consideration of individual labor disputes.
If within a year from the date of application of the disciplinary sanction, the employee is not subjected to a new disciplinary sanction, then he is considered not to have a disciplinary sanction. Therefore, disciplinary measures, unlike incentive measures, are never entered into the work book (with the exception of such a type of disciplinary sanction as dismissal).
The employer, before the expiration of a year from the date of application of a disciplinary sanction, has the right to remove it from the employee on his own initiative, at the request of the employee himself, at the request of his immediate supervisor or a representative body of employees.
Bringing to disciplinary responsibility the head of the organization, his deputies at the request of the representative body of employees. The Labor Code (Article 195) provided for the possibility of bringing to disciplinary responsibility such a special category of employees as the head of the organization and his deputies. The employer is obliged to consider the application of the representative body of employees about the violation by the head of the organization, his deputies of laws and other regulatory legal acts on labor, the terms of the collective agreement, agreement and report the results of the consideration to the representative body of employees.
If the facts of violations are confirmed, the employer is obliged to apply a disciplinary sanction to the head of the organization, his deputies, up to and including dismissal.
30. Protection of the labor rights of workers. The ILO conventions emphasize that the most vulnerable party labor relations- employee. Therefore, they need state protection from the arbitrariness of the employer (owner). different states have different level such protection.
In Russia, workers over the years Soviet power are accustomed to being protected by the state of workers, starting with the creation of labor legislation, the Code, which provided for such protection.
The Labor Code adopted the tradition of the Labor Code for the protection of the labor rights of workers and even singled out section XIII specifically, entitled “Protection of the labor rights of workers. Resolution of labor disputes. Responsibility for violation of labor legislation”.
The first article of this section (Article 352) specifies the main three ways to protect the labor rights of workers and their legitimate interests, state supervision and control over compliance with labor laws, protection of the labor rights of workers by trade unions and self-defense by workers of labor rights (under self-defense in Art. 379 of the Labor Code implies only the refusal of the employee to continue work that directly threatens his life and health). At the same time, such a form as the initiative of employees to apply to jurisdictional bodies for the resolution of individual and collective labor disputes should also be attributed to self-defense. These three main methods are discussed in the topic of labor disputes.
The concept of protecting the labor rights of workers must be distinguished in its broad and narrow aspects.
The protection of the labor rights of workers in the narrow sense of the word is the enforcement of labor rights, protection, saving them from violations, including their prevention, the real restoration of illegally violated rights and the establishment by labor legislation and the actions of relevant bodies of real effective responsibility of employers and their representatives ( administration) for violation of labor legislation, its failure to comply, i.e. for violation of the labor rights of employees. In this narrow sense, such protection is defined by the volume of section XIII of the Labor Code.
In a broad sense, the protection of the labor rights of workers should be understood as the implementation of the protective function of labor law, which in turn reflects the protective function of the state. Therefore, the protection of the labor rights of workers in the broad sense includes protection in the narrow sense, but with its components it also has the following most important ways to protect these rights:
1) the establishment already at the federal level by the Code and other labor legislation of a high level of working conditions, guarantees of the basic labor rights of workers, which are supplemented, increased, developed by regional labor legislation and in a contractual manner collective agreements, agreements, employment contracts;
2) the continued development of industrial democracy, both direct and representative (through trade unions and other representatives of workers), so that the workers themselves participate both in determining the Rules of the internal labor regulations and in establishing the obligation to conclude collective agreements in the organization, without giving all this to the decision only the employer
3) wide promotion of labor legislation by all means through the media, lectures, etc. among workers, as well as training in the basics of its employers and their representatives (administration) using the practice of showing effective ways to protect against labor offenses, teaching workers to culturally fight for their labor rights.
labor rights workers are called upon to protect all jurisdictional bodies considering labor disputes, including their judicial protection.
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Reward for work: concept, types and grounds
Among the measures to ensure labor discipline, an important place is occupied by the encouragement of employees. Conscientious work must be marked by the employer. If well-performing and unscrupulous workers are in an equal position, then the incentive for successful work is sharply reduced.
Encouragement is a public recognition of the results of the work of employees.
The use of incentive measures is one of the manifestations of the disciplinary power of the employer. The choice of specific incentive measures, the provision of various benefits and benefits is the right of the employer, although in modern market conditions it largely depends on his financial capabilities.
Undoubtedly, encouragement plays a peculiar role of a “perpetual motion machine”. Recognition of the labor merits of the best employees increases the satisfaction with the work of the most encouraged and has an impact on other members of the team, stimulating the latter to improve the results of their work. Moreover, in the legislation, encouragement is understood only as a form of public recognition of the successes achieved, which expresses the official recognition by the employer of the employee's merits (as a rule, on general meeting in a solemn atmosphere, with the obligatory issuance of an appropriate order) and rendering him public honor.
Therefore, incentives for work are the most important means of ensuring labor discipline.
The nature of incentives can be divided into material and moral.
The incentive, which has a moral character, has a positive ethical impact on the employee and brings him moral satisfaction. In turn, material incentives always have a monetary value and, along with moral satisfaction, allow the employee to receive additional material income.
At the moment, leaders of organizations do not attach much importance to the moral types of rewards. There are significant reasons for this. Such types of moral encouragement as a certificate of honor, declaration of gratitude, entry into the Book of Honor and the Board of Honor, according to the author of the article, have largely discredited themselves in past years, when this was often done for the sake of a “tick”, in droves and without any reinforcement. or financial incentives.
Taking into account the specifics today the employer can develop their own types of moral incentives, which will be very effective in stimulating staff. Representative offices are an example. foreign companies working in Russia, in which, along with a rigid system of disciplinary sanctions, measures of material incentives, there is an extensive system of moral incentives for employees.
One example of moral encouragement is the early removal of a previously imposed disciplinary sanction, as well as inclusion in the reserve for promotion to a higher position.
Article 191 of the Labor Code of the Russian Federation (hereinafter referred to as the Labor Code of the Russian Federation) provides for the following incentive measures that the employer uses to encourage employees who conscientiously perform labor duties, which can be divided into moral and material measures:
Measures of moral encouragement:
Announcement of thanks
· Awarding an honorary diploma;
· submission to the title of "Best in profession";
Measures of financial incentives:
The issuance of an award
· Rewarding with a valuable gift.
The list of incentive measures given in the Labor Code of the Russian Federation is not exhaustive. It provides only the main types of incentive measures that are widely used in practice.
The collective agreement, internal labor regulations, as well as charters and discipline regulations may provide for other types of incentives. For example, additional paid holidays, compensation for annual vacation costs, personal allowances, interest-free loans for the purchase of residential premises, the assignment of additional, in addition to those provided for by the Labor Code of the Russian Federation and other regulatory legal acts, honorary titles for employees (for example, “Honored Worker of LLC “…””), sending an employee to special conferences, seminars, exhibitions , creating more comfortable working conditions for the employee, and so on.
Thus, the list of incentives can be supplemented depending on the needs and capabilities of a particular employer.
In addition, for special labor services to society and the state, employees can be nominated for state awards. That is, two more types of rewards can be distinguished - for conscientious work and for special labor merits to society and the state.
The first is applied directly by the employer; the second - goes beyond the scope of the labor collective and is already acquiring social and state significance, therefore, for special labor merits, employees are awarded by the relevant state authorities and local self-government. For special labor services to society and the state, the President of the Russian Federation awards state awards of the Russian Federation, confers honorary titles (paragraph "b" of Article 89 of the Constitution of the Russian Federation). The list of honorary titles and Regulations on honorary titles of the Russian Federation were approved by Decree of the President of the Russian Federation dated December 30, 1995 No. 1341 “On the establishment of honorary titles of the Russian Federation, approval of the regulations on honorary titles and description of the badge for honorary titles of the Russian Federation”. The procedure for initiating applications for awarding state awards and presenting employees for awarding a certificate of honor is determined by the Regulations on State Awards of the Russian Federation, approved by Decree of the President of the Russian Federation of March 2, 1994 No. 442 "On State Awards of the Russian Federation" and the Regulations on the Certificate of Honor of the Government of the Russian Federation, approved by Decree of the Government of the Russian Federation dated May 31, 1995 No. 547 “On the diploma of the Government of the Russian Federation”.
Representation for the title of the best in the profession is the new kind employee incentives, introduced by the Labor Code of the Russian Federation on February 1, 2002, while at the same time the legislator abolished such incentive measures as “enrollment in the Book of Honor, on the Honor Board”, and nothing was said about “benefits and benefits in the field of socio-cultural and housing - consumer services", "advantage in promotion at work", which were provided to employees who successfully and conscientiously fulfill their labor duties.
At the same time, since the list of types of incentives for employees is open, the employer has the right to provide for such types of incentives and benefits in the collective agreement or in the internal labor regulations.
The title of "Best in Profession" is an industry award for special labor merits. As a rule, the assignment of branch, honorary titles is carried out on the recommendation of the employer by the heads of ministries with the participation of the relevant trade union bodies.
One of the varieties of material incentives for employees for conscientious work is rewarding with a valuable gift. The maximum value of a valuable gift is not limited by law and is determined by the employer at his discretion based on the personal merits of each employee.
One-time cash bonuses are a common form of material incentives for conscientious work. They should be distinguished from those paid under current wage systems.
Speaking about the subject composition of the use of incentives, they can be divided into individual and collective. Most often, incentives are applied individually. However, at the discretion of the employer, in some cases, incentives may be applied to teams of brigades, sections, departments.
According to the circle of persons to whom incentives apply, general and special types of incentives can be distinguished. General incentive measures are established by labor legislation and apply to any employees, regardless of the field of activity in which they work. Special incentive measures apply to certain categories of employees and are established by special laws, as well as industry regulations and disciplinary charters. For example, article 55 federal law dated July 27, 2004 No. 79-FZ "On the State Civil Service of the Russian Federation" established incentives and rewards for civil servants:
"one. For impeccable and efficient civil service, the following types of encouragement and awards are applied:
1) announcement of gratitude with the payment of a one-time incentive;
2) awarding an honorary diploma government agency with the payment of a one-time incentive or with the presentation of a valuable gift;
3) other types of encouragement and rewarding of the state body;
4) payment of a one-time incentive in connection with entering the state pension for long service;
5) encouragement of the Government of the Russian Federation;
6) encouragement of the President of the Russian Federation;
7) assignment of honorary titles of the Russian Federation;
8) awarding insignia of the Russian Federation;
9) awarding orders and medals of the Russian Federation”.
So, incentives can be divided into the following types:
By the nature of the impact on employees (moral and material);
subject composition (individual and collective);
By their social significance (used directly by the employer and used by the relevant authorities for special labor services to society);
· according to the circle of persons who are subject to incentives (general, applicable to any employees, and special, applicable to certain categories of employees if they are established by special laws, as well as industry regulations and disciplinary charters).
In accordance with Article 191 of the Labor Code of the Russian Federation, the basis for the application of incentive measures is conscientious performance employees of their work duties. Conscientious is the impeccable performance of labor duties in strict accordance with the requirements for employees provided for in employment contracts, job descriptions, tariff and qualification reference books, instructions and requirements for labor protection and other documents that determine the content of the performed labor function, subject to current rules internal labor regulations.
As practice shows, this general basis is not enough to develop a system for encouraging and rewarding employees. Therefore, managers and personnel departments are striving to develop more specific indicators in relation to the specifics of production conditions and the organization of labor at a particular employer. At this stage, most of the difficulties arise. In the absence of normalizing indicators, the application of incentives to employees is usually very subjective and may ineffectively affect the functioning of the incentive system as a whole. In this regard, the issue of developing normalizing indicators of labor efficiency should be given the closest attention.
It is advisable to form a system of factors that serve as grounds for encouraging employees for different categories of employees in different ways - taking into account the nature of the work performed, the procedure for accounting and standardizing the results of the work of various categories of employees.
For example, it is advisable to define a different approach in the development of an incentive system for employees whose work rationing is based on financial and other indicators for the entire organization as a whole and for those categories of employees who have personal rationing indicators. Employees can be divided into the following categories:
1) The management team is the administration.
2) The management staff of the middle and junior level - the heads of separate divisions, departments, workshops, working groups. For this category of workers, it is expedient to develop standardizing performance indicators depending on the indicators of the structural units they manage.
3) Specialists and technical performers.
4) Workers. promotion rewarding labor title
The grounds for the application of incentive measures can be supplemented and specified by the collective agreement or the internal labor regulations in accordance with the assigned management tasks.
In addition, in the statutes and regulations on discipline, the grounds for the application of incentive measures, as a rule, are specified in relation to the specifics of working conditions in specific industries. So, according to Decree No. 621, railway workers are encouraged for:
"Employees are encouraged to conscientious performance work duties, improving the quality of work, increasing labor productivity, innovation, initiative, ensuring the safety of transported goods and luggage, caring for other entrusted property, long-term and flawless work.
With skillful use, rewards can be more effective tool incentives for employees to conscientious work, rather than penalties.
Encouragement can push, stimulate an unlimited number of people to commit an act approved by society, and the most encouraged person to repeat this act.
The procedure for applying incentive measures for work.
The legal status of an employer in accordance with the Labor Code of the Russian Federation includes the right to apply incentive measures. The procedure for applying incentive measures by labor legislation is partially defined, which means that it is largely determined by the employer.
In practice, the incentive is announced in an order or instruction, brought to the attention of the employee and the work collective, and a corresponding entry is made in the employee's work book.
The issued order indicates the motive for the promotion, the type of promotion, the form of the promotion, and in the case of awarding a valuable gift (premium), also its value. The employer is obliged to familiarize the employee with this order against signature. The form of the order (instruction) to encourage the employee was approved by the Decree of the State Statistics Committee of the Russian Federation dated January 5, 2004 No. 1 “On approval of unified forms of primary accounting documentation on the accounting of labor and its payment "(hereinafter referred to as Resolution No. 1) ( unified form No. T-11 and a unified form of a consolidated order on the promotion of employees T-11a).
The basis for issuing an order (instruction) on promotion is a submission submitted for consideration to the head of the organization by the immediate supervisor of the employee or the personnel department of the organization. Since the procedure for submitting to promotion is not regulated by law, each organization uses its own.
In practice, the question often arises: does the employer have the right to apply incentive measures to the person represented during the term of the disciplinary sanction in relation to the same employee. The current Labor Code of the Russian Federation does not contain a rule prohibiting encouraging an employee who has a disciplinary sanction during the period of the sanction. Therefore, the decision on the possibility of encouraging such employees depends on the discretion of the employer.
Information about incentives is entered in the work book in accordance with part 4 of article 66 of the Labor Code of the Russian Federation. The basis for making an entry in the work book is the corresponding order (instruction) of the head.
According to paragraph 24 of the Rules for maintaining and storing work books, the following information about the award (encouragement) for labor merits is entered in the work book:
a) on the awarding of state awards, including the assignment of state honorary titles, on the basis of relevant decrees and other decisions;
b) on awarding certificates of honor, awarding titles and awarding badges, badges, diplomas, certificates of honor, produced by organizations;
c) on other types of incentives provided for by the legislation of the Russian Federation, as well as collective agreements, internal labor regulations of the organization, charters and regulations on discipline.
Clause 10 of the Rules for maintaining and storing work books establishes a weekly period, no later than which the employer is obliged to make appropriate entries in work books.
The procedure for entering information about the award in the work book in accordance with the Instructions for filling out work books, approved by the Decree of the Ministry of Labor of the Russian Federation of October 10, 2003 No. 69 "On approval of the instructions for filling out work books", is as follows: "in column 3 of the section" Information on awarding "labor the book in the form of a heading indicates the full name of the organization, as well as the abbreviated name of the organization (if any); below in column 1 is the serial number of the entry (numbering that increases throughout the entire period of the employee's labor activity); column 2 indicates the date of the award; column 3 records who awarded the employee, for what achievements and what award; column 4 indicates the name of the document on the basis of which the entry was made, with reference to its date and number.
Without fail, information about incentives is also entered in the employee's personal card, in section VII "Awards (incentives), honorary titles" (unified form No. T-2, approved by Resolution No. 1).
No entries are made in the work book about bonuses that are not an incentive for the employee, but are an integral part of his earnings, i.e. provided for by the remuneration system or paid on a regular basis (clause 25 of the Rules for maintaining and storing work books). If the employee received the so-called "personal" bonus for a specific personal contribution to the work, then information about it should be entered in his work book. Attention is drawn to the discrepancy between the wording of Articles 66 and 191 of the Labor Code of the Russian Federation. Article 66 of the Labor Code of the Russian Federation requires that information on awards for success in work be entered in the work book, and no entries are provided for other types of incentives. The aforementioned discrepancy between the concepts of “reward” and “encouragement” makes it difficult to apply the norms of labor legislation in the practice of issuing work books.
In this regard, two opposing points of view have arisen:
1. According to Article 66 of the Labor Code of the Russian Federation, the employer is not obliged to enter information about all employee incentives in the work book, but only information about his awards.
2. A broader interpretation of the term "encouragement" suggests that those incentives that are not essentially rewards, but also characterize the employee from a positive side, should be reflected in the work book in his interests.
Thus, the employee has the right to insist on making an appropriate entry in the work book about any of the types of incentives applied to him, if it has not been made.
In general, the documentation of the promotion procedure includes:
・Compilation by the manager structural unit in which the employee works, or the manager personnel service submissions of incentives addressed to the head of the organization, indicating the type of incentive in accordance with the Internal Labor Regulations or other local regulations;
· publication of an order (instruction) on encouragement (unified form No. T-11, T-11a) and its solemn announcement;
making the necessary entry in the personal card (unified form No. T-2) on the promotion of the employee;
Making an appropriate entry in the work book of the employee.
One of the important factors for the successful work of employees and, in general, for the growth of economic indicators is a rational system of employee incentives.
The development of a reward system is inextricably linked with the general system of personnel motivation that operates in this employer, and is largely specific to each company. It is determined by the profile of economic activity, the existing structural and industrial relations, and management tasks. The system of employee incentives is influenced by the economic situation and the financial basis of the company.
Regardless of these features, it is still possible to recommend general approaches to the development of a reward system.
When developing a system of rewards for work, it is necessary to take into account the following provisions:
1) the basis for rewarding for success in work should be specific indicators that employees achieve by fulfilling their immediate official duties and which best describe labor participation each employee in solving common problems; it is advisable to form a system of indicators, factors that serve as grounds for encouraging employees, taking into account the nature of the work performed, the procedure for accounting and standardizing the results of the work of various categories of employees (managers, specialists, technical performers, workers);
2) the employee must be sure that when the established results are achieved, he will definitely be rewarded;
3) incentives for work should be envy of the significance of labor achievements, that is, for higher performance, more significant incentives should be established accordingly;
4) motivate each employee to continuously improve their performance;
5) the incentive system should be open, transparent and understandable for employees;
6) the timeliness of the application of incentive measures should be taken into account.
The provision on encouragement can be a document with varying degrees of detail.
For organizations with established economic indicators, a common system of intra-corporate relations, a well-established system of standardization of labor efficiency indicators, both structural units and employees holding individual positions, a position with the maximum degree of detail can be recommended.
For small, dynamically developing companies in which the development of intra-corporate relations and the overall system of the functioning of the organization are at the stage of formation, it may be more useful to use local normative act with a lesser degree of detail, which reflects only the most general principles employee incentives.
Regardless of the level of detail in the document defining the principles of the incentive system, it is advisable that it contain the following basic information:
1) Principles of formation of the reward system.
2) Specific indicators of the application of incentive measures.
3) Forms and measures (types) of encouragement.
4) The procedure for presenting employees for promotion.
5) Competence of management for the application of incentive measures.
6) Legal basis for the application of incentive measures (order of the head of the organization, order of another official).
7) The procedure for conducting promotional activities.
8) Other information regarding the incentive system.
In the application of the incentive system, an important place is occupied by the mechanism for introducing employees to incentives.
For example, in the provision on encouragement in force in the organization, the rights of managers should be divided different levels for each type of incentive.
So, it seems quite logical that the head of a structural unit (department, workshop, and so on) uses incentive measures that are not associated with serious material costs of the organization, for example, announcing gratitude, speaking to the head of the organization with the initiative to early remove the previously imposed penalty from the employee, payment bonuses (one-time bonuses) in small amounts the best worker department and others.
The head of the organization may have broader powers to apply incentive measures to employees. He ultimately decides on the amount of funds allocated to encourage employees. His powers can extend both to the use of incentives that are of an individual one-time nature (in relation to a specific employee), and to incentives in relation to a specific group of employees (workers of a shop, teams, and so on) or the labor collective as a whole.
It should be noted that the legislation does not regulate the procedure for the entry into force of the Regulation on the encouragement of employees. Therefore, the employer can independently determine the approval procedure this document taking into account the general system for the development and adoption of local regulations.
Application
Director of Prima LLC
Derzhavin K.K.
Presentation on the promotion of Ivanov M.M., sales manager
Ivanov M.M., born in 1955, manager of the sales department, has ten years of continuous experience at Prima LLC. During this period of work, he always conscientiously fulfilled his labor duties and he was repeatedly thanked.
For the conscientious performance of labor duties, long and impeccable work, and also in connection with the anniversary date - his fiftieth birthday, I present M.M. Ivanov for encouragement. I propose to encourage Ivanov M.M. in the form of a certificate of honor and a valuable gift.
Head of Sales Department ___________ /Vasiliev I.I./
Position, personal signature, transcript of the signature.
legislator in new edition The Labor Code of the Russian Federation extends the general norms of labor legislation to all business entities - both legal and individuals. It can be stated that the fourteen-year infringement of the rights of individual entrepreneurs as employers and, most importantly, the employees hired by them, has finally been stopped. Employer - individual entrepreneur now apart from the conclusion employment contracts, is obliged to keep work books for all its employees, and also as an employer - entity(organization) to document personnel issues, including in the field of labor discipline.
The right to apply incentive measures belongs entirely to the employer and does not require, as was the case before, agreement with the relevant elected trade union body. In addition, the simultaneous application of several incentive measures is allowed. As a rule, in practice, this is a combination of moral and material measures (for example, announcing gratitude and issuing a cash bonus).
At the same time, the use of incentive measures can be quite subjective, since it is always associated with an assessment of the behavior of employees in the labor process. However, if there is a local normative act that regulates the evaluation criteria, the grounds for incentives, the procedure for applying incentives, then the entire procedure associated with the application of incentives is within the "legal field". As they say, the law is harsh, but it is the law. When the rule prescribed in the local regulatory act applies to an indefinite number of persons, then the employer, in addition to the rights, also has the obligation to apply incentive measures in the event of the occurrence of certain circumstances (implementation of the plan by the employee, department, organization as a whole, achievement of certain economic success and etc).
The incentive system adopted by a particular employer is effective only if employees are aware of the principles of its functioning and understand it. Their belief in the fairness of this system is also of great importance.
The norms that govern the entire procedure for applying incentives for conscientious work can be documented in the Internal Labor Regulations, but it is more expedient to do this in a special local regulatory act - the Regulation on Encouraging Employees.
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Characteristics of the concept of personnel motivation - a set of special technologies and factors that encourage employees of the enterprise to highly productive labor activity. Features and effective ways punishments and rewards in personnel management.
External reward always means recognition of the merits of a person or team before
organization, in whatever form it takes. Recognition does several things:
1. further stimulation of the creative activity of employees;
2. Demonstration of a positive attitude of management towards high results;
3. popularization of the results among the team;
4. raising the morale of employees;
5. increase in business activity;
6. Strengthening the effectiveness of the incentive process itself.
There are several forms of recognition and evaluation of the work of employees.
First, it is material compensation(remuneration, compensation) for increased
labor costs. They can be expressed in various forms. When it comes to wages,
its size should not depend on the length of service, but also take into account the quality of the performance of one's duties.
In practice, managers compensate for the efforts expended by the employee in accordance with
experience and time spent at work, and not at all by the characteristics of the results achieved.
Types of material compensation: payment for education, medical care, food, etc.
Secondly, a form of recognition is monetary reward for high performance
labor (i.e. bonuses). Prizes do not have to be large at all, the main thing is
unexpected and such that everyone knows about them.
Thirdly, promotion is a form of recognition. But it only affects
on those who make a career, and there cannot be many of them due to limited
vacancies. In addition, not everyone can and wants to be leaders.
Fourth, in recognition can be rewarded with free time.
It may be provided in the form of additional leave or reduced working hours. It can also be redistributed using a flexible or rolling schedule that makes
business day more convenient. It can arise from the time saved due to
personal effort of the worker.
Fifth, of great importance is the public recognition of the merits of the team and individual
workers through broad information about them in the large-circulation press and on special
stands, presentation of certificates, declaration of gratitude at meetings, awarding tourist
travel, tickets.
At sixth, personal recognition by management plays a large role in stimulating
organizations or departments. It may take the form of regular or episodic
congratulations on the occasion of holidays and solemn dates, praise.
According to experts, praise is one of the most effective tools reverse
connections between leaders and subordinates. It is only important to be able to choose the right one.
be indirect in the form of a manifestation of genuine interest in the personality of the employee, his
concerns and needs. Prizes can also be attributed to praise. But they are effective only when the relationship between costs and results is clearly visible. In addition, they quickly get used to money.
In order for their incentives to be effective, the amounts always have to be
increase, but this cannot be done indefinitely.
For praise to be effective, the leader must adhere to the following rules:
1. clearly define what to praise subordinates for;
2. think over the “dosage” of praise in advance and take breaks in it;
3. praise subordinates for any good and useful deeds, even if
they are not significant, but specific, have the right direction;
4. praise not too often, but regularly;
Evaluation of labor - measures to determine whether the quantity and quality of labor
production technology requirements.
Evaluation of labor makes it possible: to assess the potential for promotion of employees and
reduce the risk of promotion of incompetent employees; reduce training costs;
to maintain a sense of fairness among employees and increase labor motivation.
To organize an effective system for assessing the performance of employees
necessary:
1) establish performance standards for each workplace and criteria for its
2) develop a policy for conducting performance appraisals (when, how often and to whom
evaluate);
3) discuss the assessment with the employee;
4) make a decision.
The following methods for evaluating the work of employees are known. First consider methods
individual evaluation:
1. assessment questionnaire (comparative questionnaire and questionnaire of a given choice);
3. descriptive method;
4. evaluation method according to the decisive situation;
5. Behavior observation scale.
Evaluation Questionnaire is a standardized set of questions or descriptions.
The evaluating method notes the presence or absence of a certain trait in the person being evaluated and puts
amount of notes.
Evaluation questionnaire (fragment).
To be completed by the employee
Communication with colleagues:
write clearly and concisely
speak clearly and concisely
I work well with colleagues
I work well with subordinates
I work well with bosses
courteous, always helping clients
present ideas convincingly
Job Skills/Experience
I always finish work meetings
I know the main aspects of work
need some control
sometimes I make mistakes
I work on schedule
Familiar with the latest developments in the field
Work planning
set realistic goals
accurately analyze requests and needs
efficient
develop a large number of solutions
effectively detect and solve problems
Organization of personal labor
keep the documentation in order
distribute tasks appropriately
check the effectiveness of actions
I define the main goals of the work
save and use time efficiently
Control
adhere to company policy and established procedures
define acceptable quality standards
do not go beyond the established costs
Other qualities
know where to look for information
develop and develop creative ideas
I'm good at working under pressure
adapt to change
I make good decisions
Employee's signature ________
The date__________
Modification of the assessment questionnaire - comparative questionnaire. controllers or specialists
personnel management prepare a list of descriptions of correct or incorrect behavior on
workplace. Assessors who have observed behavior place these descriptions, as it were, on a scale
from "excellent" to "bad", resulting in the "key" of the questionnaire. Evaluators
work of specific performers, mark the most appropriate descriptions. Appreciation
Also used choice questionnaire, which sets the main characteristics and
a list of options for the behavior of the assessed. On a scale of importance, a set is evaluated in points
performance characteristics of the assessed employee.
Preset Choice Questionnaire
characteristics of how the assessed employee performs his work: a rating of "1" gets
the most characteristic feature of the employee, a rating of "4" - the least characteristic feature.
Don't expect problems
Grabs explanation on the fly
Rarely wastes time
It's easy to talk to him
Becomes a leader when working in a group
Loses time on necessary aspects of work
Calm and calm in any situation
Works a lot
characteristics of labor productivity, each of which is derived from five or six decisive
behavioral situations. The evaluator notes the description which, in
more consistent with the qualifications of the assessed employee. The type of situation is related to
score on the scale.
Form for the assessment of behavioral attitudes
Engineering Competence
(directly related to the execution of projects)
(fragment)
Last name of the employee __________________________
9-- Possesses a wide range of knowledge, skills and abilities and can be expected to
completing all tasks with excellent results
7--- Able to apply in most situations a good range of knowledge, skills and
skills, he can be expected to perform well on some tasks
5-- Able to apply some knowledge, skills and abilities, adequate
completing most of the tasks
3-- Has some difficulty in applying technical skills and can be
expect most projects to be delivered late
1-- Doesn't know how to apply technical skills and can be expected to take a long time
due to this inability
Descriptive Method evaluation lies in the fact that the producing specialist evaluates
offer to describe the advantages and disadvantages of the employee's behavior. Often this method
combined with others, such as behavioral rating scales.
Evaluation method according to the decisive situation. Evaluators prepare a list of descriptions
"correct" and "wrong" behavior of employees in certain situations and distribute them
records for each assessed employee, in which he enters examples of behavior for each
serves for assessments given by the manager, and not by colleagues and subordinates.
Behavior observation scale. Like the decisive situation assessment method, it is oriented
to record actions. To determine the behavior of the employee as a whole, the appraiser on the scale
records the number of times an employee behaved in one way or another.
An important element in the creation necessary conditions that ensure normal productive work in a team is not only good organization production process and working conditions, material and living conditions of employees, the amount of remuneration and the timeliness of its payment, but also the regulatory consolidation by the employer of a system of incentives and punishments, the procedure for their application to employees.
Among the measures to ensure labor discipline, an important place is occupied by the encouragement of employees. Conscientious work must be marked by the employer. If well-performing and unscrupulous workers are in an equal position, then the incentive for successful work is sharply reduced.
Encouragement is a public recognition of the results of the work of employees.
The use of incentive measures is one of the manifestations of the disciplinary power of the employer. The choice of specific incentives, the provision of various benefits and benefits is the right of the employer, although in modern market conditions it largely depends on his financial capabilities.
Undoubtedly, encouragement plays a peculiar role of a “perpetual motion machine”. Recognition of the labor merits of the best employees increases the satisfaction with the work of the most encouraged and has an impact on other members of the team, stimulating the latter to improve the results of their work. Moreover, in the legislation, encouragement is understood only as a form of public recognition of the successes achieved, which expresses the official recognition by the employer of the merits of the employee (as a rule, at a general meeting in a solemn atmosphere, with the obligatory issuance of the corresponding order) and rendering him public honor.
Therefore, incentives for work are the most important means of ensuring labor discipline.
The nature of incentives can be divided into material and moral.
The incentive, which has a moral character, has a positive ethical impact on the employee and brings him moral satisfaction. In turn, material incentives always have a monetary value and, along with moral satisfaction, allow the employee to receive additional material income.
At the moment, leaders of organizations do not attach much importance to the moral types of rewards. There are significant reasons for this. Such types of moral encouragement as a certificate of honor, declaration of gratitude, entry into the Book of Honor and the Board of Honor, according to the author of the article, have largely discredited themselves in past years, when this was often done for the sake of a “tick”, in droves and without any reinforcement. or financial incentives.
Taking into account the specifics of today, the employer can develop their own types of moral incentives, which will be very effective in stimulating staff. As an example, we can cite representative offices of foreign companies operating in Russia, where, along with a rigid system of disciplinary sanctions and financial incentives, there is an extensive system of moral incentives for employees.
One example of moral encouragement is the early removal of a previously imposed disciplinary sanction, as well as inclusion in the reserve for promotion to a higher position.
Article 191 of the Labor Code of the Russian Federation (hereinafter referred to as the Labor Code of the Russian Federation) provides for the following incentive measures that the employer uses to encourage employees who conscientiously perform labor duties, which can be divided into moral and material measures:
- moral incentives:
- gratitude announcement;
- awarding an honorary diploma;
- presentation to the title "Best in profession";
- financial incentive measures:
- issuance of an award;
- rewarding with a valuable gift.
The list of incentive measures given in the Labor Code of the Russian Federation is not exhaustive. It provides only the main types of incentive measures that are widely used in practice.
The collective agreement, internal labor regulations, as well as charters and discipline regulations may provide for other types of incentives. For example, additional paid holidays, compensation for annual vacation expenses, personal allowances, interest-free loans for the purchase of residential premises can be established, assignment of additional, in addition to those provided for by the Labor Code of the Russian Federation and other regulatory legal acts, honorary titles for employees (for example, “Honored employee of LLC "..."), sending an employee to special conferences, seminars, exhibitions, creating more comfortable working conditions for the employee, and so on.
Thus, the list of incentives can be supplemented depending on the needs and capabilities of a particular employer.
In addition, for special labor services to society and the state, employees can be nominated for state awards. That is, two more types of rewards can be distinguished - for conscientious work and for special labor merits to society and the state.
The first is applied directly by the employer; the second - goes beyond the scope of the labor collective and is already acquiring social and state significance, therefore, for special labor merits, employees are awarded by the relevant state authorities and local self-government. For special labor services to society and the state, the President of the Russian Federation awards state awards of the Russian Federation, confers honorary titles (paragraph "b" of Article 89 of the Constitution of the Russian Federation). The list of honorary titles and Regulations on honorary titles of the Russian Federation were approved by Decree of the President of the Russian Federation dated December 30, 1995 No. 1341 “On the establishment of honorary titles of the Russian Federation, approval of the regulations on honorary titles and description of the badge for honorary titles of the Russian Federation”. The procedure for initiating applications for awarding state awards and presenting employees for awarding a certificate of honor is determined by the Regulations on State Awards of the Russian Federation, approved by Decree of the President of the Russian Federation of March 2, 1994 No. 442 "On State Awards of the Russian Federation" and the Regulations on the Certificate of Honor of the Government of the Russian Federation, approved by Decree of the Government of the Russian Federation dated May 31, 1995 No. 547 “On the diploma of the Government of the Russian Federation”.
Representation for the title of the best in the profession is a new type of employee incentive introduced by the Labor Code of the Russian Federation on February 1, 2002, while at the same time the legislator abolished such incentive measures as “entering into the Book of Honor, on the Board of Honor”, and nothing is said about “ benefits and benefits in the field of socio-cultural and housing and consumer services”, “advantage in promotion at work”, which were provided to employees who successfully and conscientiously fulfill their labor duties in accordance with the previously existing Labor Code of the Russian Federation (hereinafter referred to as the Labor Code of the Russian Federation).
At the same time, since the list of types of incentives for employees is open, the employer has the right to provide for such types of incentives and benefits in the collective agreement or in the internal labor regulations.
The title of "Best in Profession" is an industry award for special labor merits. As a rule, the assignment of branch, honorary titles is carried out on the recommendation of the employer by the heads of ministries with the participation of the relevant trade union bodies.
One of the varieties of material incentives for employees for conscientious work is rewarding with a valuable gift. The maximum value of a valuable gift is not limited by law and is determined by the employer at his discretion based on the personal merits of each employee.
One-time cash bonuses are a common form of material incentives for conscientious work. They should be distinguished from those paid under current wage systems.
Speaking about the subject composition of the use of incentives, they can be divided into individual and collective. Most often, incentives are applied individually. However, at the discretion of the employer, in some cases, incentives may be applied to teams of brigades, sections, departments.
According to the circle of persons to whom incentives apply, general and special types of incentives can be distinguished. General incentive measures are established by labor legislation and apply to any employees, regardless of the field of activity in which they work. Special incentive measures apply to certain categories of employees and are established by special laws, as well as industry regulations and disciplinary charters. So, for example, Article 55 of the Federal Law of July 27, 2004 No. 79-FZ “On the State Civil Service of the Russian Federation” establishes incentives and rewards for civil servants:
"one. For impeccable and efficient civil service, the following types of encouragement and awards are applied:
1) announcement of gratitude with the payment of a one-time incentive;
2) awarding an honorary diploma of a state body with the payment of a one-time incentive or with the presentation of a valuable gift;
3) other types of encouragement and rewarding of the state body;
4) payment of a one-time incentive in connection with entering the state pension for long service;
5) encouragement of the Government of the Russian Federation;
6) encouragement of the President of the Russian Federation;
7) assignment of honorary titles of the Russian Federation;
8) awarding insignia of the Russian Federation;
9) awarding orders and medals of the Russian Federation”.
So, incentives can be divided into the following types:
- by the nature of the impact on employees (moral and material);
- by subject composition (individual and collective);
- according to their social significance (used directly by the employer and used by the relevant authorities for special labor services to society);
by the circle of persons who are subject to incentives (general, applicable to any employees, and special, applicable to certain categories of employees if they are established by special laws, as well as industry regulations and disciplinary charters).
In accordance with Article 191 of the Labor Code of the Russian Federation, the basis for the application of incentive measures is the conscientious performance by employees of their labor duties. Conscientious performance of labor duties is considered to be in strict accordance with the requirements for employees provided for in employment contracts, job descriptions, tariff and qualification reference books, instructions and requirements for labor protection and other documents that determine the content of the performed labor function, in compliance with the current rules of the internal labor routine.
As practice shows, this general basis is not enough to develop a system for encouraging and rewarding employees. Therefore, managers and personnel departments are striving to develop more specific indicators in relation to the specifics of production conditions and the organization of labor at a particular employer. At this stage, most of the difficulties arise. In the absence of normalizing indicators, the application of incentives to employees is usually very subjective and may ineffectively affect the functioning of the incentive system as a whole. In this regard, the issue of developing normalizing indicators of labor efficiency should be given the closest attention.
It is advisable to form a system of factors that serve as grounds for encouraging employees for different categories of employees in different ways - taking into account the nature of the work performed, the procedure for accounting and standardizing the results of the work of various categories of employees.
For example, it is advisable to define a different approach in the development of an incentive system for employees whose work rationing is based on financial and other indicators for the entire organization as a whole and for those categories of employees who have personal rationing indicators. Employees can be divided into the following categories:
1) The management team is the administration.
2) The management of the middle and junior level - the heads of separate divisions, departments, workshops, working groups. For this category of workers, it is expedient to develop standardizing performance indicators depending on the indicators of the structural units they manage.
3) Specialists and technical performers.
4) Workers.
The grounds for the application of incentive measures can be supplemented and specified by the collective agreement or the internal labor regulations in accordance with the assigned management tasks.
In addition, in the statutes and regulations on discipline, the grounds for the application of incentive measures, as a rule, are specified in relation to the specifics of working conditions in specific industries. So, according to Decree No. 621, railway workers are encouraged for:
“Employees are encouraged for the conscientious performance of their labor duties, improving the quality of work, increasing labor productivity, innovation, initiative, ensuring the safety of transported goods and luggage, caring for other entrusted property, long-term and flawless work.”
With skillful use, incentives can be a more effective tool for stimulating employees to conscientious work than penalties.
Encouragement can push, stimulate an unlimited number of people to commit an act approved by society, and the most encouraged person to repeat this act.
The legal status of an employer in accordance with the Labor Code of the Russian Federation includes the right to apply incentive measures. The procedure for applying incentive measures by labor legislation is partially defined, which means that it is largely determined by the employer.
In practice, the incentive is announced in an order or instruction, brought to the attention of the employee and the work collective, and a corresponding entry is made in the employee's work book.
The issued order indicates the motive for the promotion, the type of promotion, the form of the promotion, and in the case of awarding a valuable gift (premium), also its value. The employer is obliged to familiarize the employee with this order against signature. The form of the order (instruction) to encourage the employee was approved by the Decree of the State Statistics Committee of the Russian Federation dated January 5, 2004 No. 1 “On approval of unified forms of primary accounting documentation for accounting for labor and its payment” (hereinafter Decree No. 1) (unified form No. T-11 and unified the form of a consolidated order on the promotion of employees T-11a).
Note
The cost of a valuable gift is included in the total annual income of the employee. According to paragraph 28 of Article 217 tax code of the Russian Federation, are exempt from personal income tax (PIT) income of individuals not exceeding 4,000 rubles received in the form of gifts from organizations or individual entrepreneurs. It must be borne in mind that if the value of the gift exceeds 4,000 rubles, the excess amount is subject to personal income tax.
The basis for issuing an order (instruction) on promotion is a submission submitted for consideration to the head of the organization by the immediate supervisor of the employee or the personnel department of the organization. Since the procedure for submitting to promotion is not regulated by law, each organization uses its own.
In practice, the question often arises: does the employer have the right to apply incentive measures to the person represented during the term of the disciplinary sanction in relation to the same employee. The current Labor Code of the Russian Federation does not contain a rule prohibiting encouraging an employee who has a disciplinary sanction during the period of the sanction. Therefore, the decision on the possibility of encouraging such employees depends on the discretion of the employer.
Information about incentives is entered in the work book in accordance with part 4 of article 66 of the Labor Code of the Russian Federation. The basis for making an entry in the work book is the corresponding order (instruction) of the head (clause 10 of the Rules for maintaining and storing work books, preparing work book forms and providing employers with them, approved by Decree of the Government of the Russian Federation dated April 16, 2003 No. 225 (hereinafter referred to as the Rules for maintaining and storing work books).
According to paragraph 24 of the Rules for maintaining and storing work books, the following information about the award (encouragement) for labor merits is entered in the work book:
a) on the awarding of state awards, including the assignment of state honorary titles, on the basis of relevant decrees and other decisions;
b) on awarding certificates of honor, awarding titles and awarding badges, badges, diplomas, certificates of honor, produced by organizations;
c) on other types of incentives provided for by the legislation of the Russian Federation, as well as collective agreements, internal labor regulations of the organization, charters and regulations on discipline.
Clause 10 of the Rules for maintaining and storing work books establishes a weekly period, no later than which the employer is obliged to make appropriate entries in work books.
The procedure for entering information about the award in the work book in accordance with the Instructions for filling out work books, approved by the Decree of the Ministry of Labor of the Russian Federation of October 10, 2003 No. 69 "On approval of the instructions for filling out work books", is as follows:
“in column 3 of the section “Information on the award” of the work book, the full name of the organization, as well as the abbreviated name of the organization (if any) are indicated in the form of a heading; below in column 1 is the serial number of the entry (numbering that increases throughout the entire period of the employee's labor activity); column 2 indicates the date of the award; column 3 records who awarded the employee, for what achievements and what award; column 4 indicates the name of the document on the basis of which the entry was made, with reference to its date and number.
Without fail, information about incentives is also entered in the employee's personal card, in section VII "Awards (incentives), honorary titles" (unified form No. T-2, approved by Resolution No. 1).
Note!
No entries are made in the work book about bonuses that are not an incentive for the employee, but are an integral part of his earnings, i.e. provided for by the remuneration system or paid on a regular basis (clause 25 of the Rules for maintaining and storing work books). If the employee received the so-called "personal" bonus for a specific personal contribution to the work, then information about it should be entered in his work book.
Note.
Attention is drawn to the discrepancy between the wording of Articles 66 and 191 of the Labor Code of the Russian Federation. Article 66 of the Labor Code of the Russian Federation requires that information on awards for success in work be entered in the work book, and no entries are provided for other types of incentives. The aforementioned discrepancy between the concepts of “reward” and “encouragement” makes it difficult to apply the norms of labor legislation in the practice of issuing work books.
In this regard, two opposing points of view have arisen:
1. According to Article 66 of the Labor Code of the Russian Federation, the employer is not obliged to enter information about all employee incentives in the work book, but only information about his awards.
2. A broader interpretation of the term "encouragement" suggests that those incentives that are not essentially rewards, but also characterize the employee from a positive side, should be reflected in the work book in his interests.
Thus, the employee has the right to insist on making an appropriate entry in the work book about any of the types of incentives applied to him, if it has not been made.
In general, the documentation of the promotion procedure includes:
- drawing up by the head of the structural unit in which the employee works, or by the head of the personnel service, a proposal for an incentive addressed to the head of the organization, indicating the type of incentive in accordance with the Internal Labor Regulations or other local regulations;
- publication of an order (instruction) on promotion (unified form No. T-11, T-11a) and its solemn announcement;
- making the necessary entry in the personal card (unified form No. T-2) on the promotion of the employee;
- making an appropriate entry in the work book of the employee.
An example of documenting the application of incentives for work.
Director of Prima LLC
Derzhavin K.K.
Presentation on the promotion of Ivanov M.M., sales manager
Ivanov M.M., born in 1955, manager of the sales department, has ten years of continuous experience at Prima LLC. During this period of work, he always conscientiously fulfilled his labor duties and he was repeatedly thanked.
For the conscientious performance of labor duties, long and impeccable work, and also in connection with the anniversary date - his fiftieth birthday, I present to the encouragement of Ivanov M.M. I propose to encourage Ivanov M.M. in the form of a certificate of honor and a valuable gift.
Head of Sales Department ___________ /Vasiliev I.I./
Position, personal signature, transcript of the signature.
(name of company)
(order)
on employee incentives
For conscientious performance of labor duties, long-term and
award a certificate of honor and a valuable gift
|
(type of encouragement (gratitude, valuable gift, bonus, etc. - specify)) |
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|
One thousand |
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|
(in words) |
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|
(in numbers) |
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Reason: presentation of the head of the sales department Vasiliev I.I. |
Head of the organization |
director |
Derzhavin K.K. |
(job title) |
(personal signature) |
(full name) |
The employee is familiar with the order (instruction) |
(personal signature) |
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A sample of entering information about the award in the work book.
|
record number |
Information about the award (encouragement) |
Name, date and number of the document on the basis of which the entry was made |
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|
Society with limited liability"Prima" OOO "Prima" |
|||||
|
He was awarded by the director for conscientious performance of labor duties, long-term and impeccable work, and also in connection with the anniversary - fifty years since the birth of a certificate of honor and a valuable gift |
Order No. 8 of December 10, 2005 |
||||
Sample entry in the employee's personal card.
VII. AWARDS (INCENTMENTS), HONORARY TITLES
End of example.
Note!
The legislator in the new edition of the Labor Code of the Russian Federation extends the general norms of labor legislation to all business entities - both legal entities and individuals. It can be stated that the fourteen-year infringement of the rights of individual entrepreneurs as employers and, most importantly, the employees hired by them, has finally been stopped. An employer - an individual entrepreneur, now, in addition to concluding employment contracts, is now obliged to keep work books for all his employees, and also as an employer - a legal entity (organization) to document personnel issues, including in the field of labor discipline.
The right to apply incentive measures belongs entirely to the employer and does not require, as was the case before, agreement with the relevant elected trade union body. In addition, the simultaneous application of several incentive measures is allowed. As a rule, in practice, this is a combination of moral and material measures (for example, announcing gratitude and issuing a cash bonus).
At the same time, the use of incentive measures can be quite subjective, since it is always associated with an assessment of the behavior of employees in the labor process. However, if there is a local normative act that regulates the evaluation criteria, the grounds for incentives, the procedure for applying incentives, then the entire procedure associated with the application of incentives is within the "legal field". As they say, the law is harsh, but it is the law. When the rule prescribed in the local regulatory act applies to an indefinite number of persons, then the employer, in addition to the rights, also has the obligation to apply incentive measures in the event of the occurrence of certain circumstances (implementation of the plan by the employee, department, organization as a whole, achievement of certain economic success and etc).
The norms that govern the entire procedure for applying incentives for conscientious work can be documented in the Internal Labor Regulations, but it is more expedient to do this in a special local regulatory act - the Regulation on Encouragement of Employees.
One of the important factors for the successful work of employees and, in general, for the growth of economic indicators is a rational system of employee incentives.
The development of a reward system is inextricably linked with the general personnel motivation system in place for a given employer, and is largely specific to each company. It is determined by the profile of economic activity, the existing structural and industrial relations, and management tasks. The system of employee incentives is influenced by the economic situation and the financial basis of the company.
Regardless of these features, it is still possible to recommend general approaches to the development of a reward system.
When developing a system of rewards for work, it is necessary to take into account the following provisions:
1) the basis for rewarding for success in work should be specific indicators that employees achieve in the performance of their immediate job duties and which most fully characterize the labor participation of each employee in solving common problems; it is advisable to form a system of indicators, factors that serve as grounds for encouraging employees, taking into account the nature of the work performed, the procedure for accounting and standardizing the results of the work of various categories of employees (managers, specialists, technical performers, workers);
2) the employee must be sure that when the established results are achieved, he will definitely be rewarded;
3) incentives for work should be envy of the significance of labor achievements, that is, for higher performance, more significant incentives should be established accordingly;
4) motivate each employee to continuously improve their performance;
5) the incentive system should be open, transparent and understandable for employees;
6) the timeliness of the application of incentive measures should be taken into account.
The provision on encouragement can be a document with varying degrees of detail.
For organizations with well-established economic indicators, a common system of intra-corporate relations, a well-developed system of standardization of labor efficiency indicators, both structural units and employees holding individual positions, a position with the maximum degree of detail can be recommended.
For small, dynamically developing companies, in which the development of intra-corporate relations and the overall functioning of the organization are at the stage of formation, it may be more useful to have a local regulation with a lesser degree of detail, which reflects only the most general principles of employee incentives.
Regardless of the level of detail in the document defining the principles of the incentive system, it is advisable that it contain the following basic information:
1) Principles of formation of the reward system.
2) Specific indicators of the application of incentive measures.
3) Forms and measures (types) of encouragement.
4) The procedure for presenting employees for promotion.
5) Competence of management for the application of incentive measures.
6) Legal basis for the application of incentive measures (order of the head of the organization, order of another official).
7) The procedure for conducting promotional activities.
8) Other information regarding the incentive system.
In the application of the incentive system, an important place is occupied by the mechanism for introducing employees to incentives.
For example, in the provision on incentives in force in an organization, the rights of managers at various levels to apply each type of incentive should be divided.
So, it seems quite logical that the head of a structural unit (department, workshop, and so on) uses incentive measures that are not associated with serious material costs of the organization, for example, announcing gratitude, speaking to the head of the organization with the initiative to early remove the previously imposed penalty from the employee, payment bonuses (one-time bonuses) in small amounts to the best employee of the department and others.
The head of the organization may have broader powers to apply incentive measures to employees. He ultimately decides on the amount of funds allocated to encourage employees. His powers can extend both to the use of incentives that are of an individual one-time nature (in relation to a specific employee), and to incentives in relation to a specific group of employees (workers of a shop, teams, and so on) or the labor collective as a whole.
- Motivation, Incentives, Remuneration, KPI, Benefits and Compensation